About

With a background spanning both traditional waterfall project management and Agile methodologies, I have spent roughly 15 years delivering complex technology initiatives across diverse environments. My experience includes Smart TV applications, custom web platforms, IT infrastructure, digital publishing systems, streaming content delivery, and broadcast technology. In these roles, I have worked closely with product managers and engineering teams to translate strategic priorities into actionable plans, align timelines with technical realities, and ensure delivery remains focused on business outcomes. I have led diverse operations and engineering teams through Agile transformations, emphasizing cross-functional collaboration and shared accountability to drive successful execution.

My professional journey has been strengthened by a strong academic foundation and commitment to continuous learning. I earned a Master of Arts in Management with a specialization in Project Management from Avila University in 2020, sharpening my capabilities in strategic planning, governance, and operational execution. In late 2024, I completed a Master of Science in Innovation and Strategic Management from Salve Regina University. That program deepened my understanding of product strategy, innovation frameworks, market positioning, and value creation—education that directly supports my intention to increasingly contribute within product management environments and take on more product-forward responsibilities.

Across roles, I prioritize understanding customer and stakeholder needs, aligning delivery plans with product vision, and fostering strong partnerships between product and technical teams. I believe high-performing organizations succeed when product strategy and execution are tightly integrated, and I work to create environments where collaboration, clarity, and continuous improvement drive meaningful results.

Outside of my professional life, I am the founder of Uberlândia Development Initiatives (UDI), a non-profit organization dedicated to supporting under-resourced communities in Uberlândia, Brazil. Since its inception in May 2020, UDI has been focusing on Estação Vida, a community center in Shopping Park, providing essential services to over 150 children. Following its achievement of 501(c)3 tax-exempt status in December 2020, our mission has been to establish a reliable channel for international support, enhancing the lives of those in Shopping Park. Our notable contributions in 2023 to the community center include the installation of a security camera system, the rehabilitation of the main gate, and the purchase of new office computers. UDI is committed to making a lasting positive impact and offering a brighter future for the children and families in Shopping Park.

Popular posts from this blog

The Technology Trap: Capital, Labor and Power in the Age of Automation (Book Review)

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In his compelling book, " The Technology Trap: Capital, Labor, and Power in the Age of Automation ," Carl Benedikt Frey offers a sweeping examination of the historical and ongoing impact of mechanization and automation on society. Starting with the onset of the first Industrial Revolution, Frey deftly navigates through the evolution of technology up to the modern age of artificial intelligence, presenting a nuanced view of how technological innovations have reshaped labor markets and power dynamics. Frey categorizes technological innovations into two types: enabling technologies, like the typewriter, which enhance worker productivity without displacing the labor force, and replacing technologies, such as robotic machinery in factories, which eliminate certain job roles altogether. This distinction forms the backbone of Frey’s analysis, as he explores the varying implications of each type of technology on different segments of the workforce. The book traces a historical patter...
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The Dual Faces of Technology: Enhancing and Replacing Jobs

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Automation has been on my mind a lot lately, more immediately due to a book I read , but also because of the looming reality of artificial intelligence. To understand what's involved, making the distinction between replacing technologies and enabling technologies is crucial. As we traverse the timeline of the 20th century, we observe how each type of technology has distinctly influenced employment. Automated technologies have transformed industries by replacing manual labor with machines. Consider the automated switchboards introduced in the early 20th century. Previously, telephone operators manually connected calls using physical connectors on a switchboard. With the advent of automated switchboards in the 1920s and 1930s, many of these jobs were eliminated as calls were routed through electromechanical systems. Similarly, in agriculture, the introduction of mechanical harvesters like the combine harvester in the 1930s drastically reduced the need for manual labor. These machine...
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Deputy Product Owners

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"The Product Owner is one person, not a committee. The Product Owner may represent the desires of a committee in the Product Backlog, but those wanting to change a Product Backlog item’s priority must address the Product Owner." - The Scrum Guide There are a lot of ways in which my approach to Scrum differs from what's in the official guide, and since that document refers to Scrum as 'immutable,' let's just call what I do 'Notscrum™.' In Scrum, there is only one product owner per team. That person is the sole person responsible for the product backlog, and the person who advocates for the work to be done. In Notscrum there is one product owner, but there can be multiple deputy product owners. Here's how it works. When my program at Viacom was first forming I met with the then-director of the Library & Archive group and learned that while he set the priorities on work done, the archivists were organized in three distinct areas with a team lead ...
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